Salary & Bonus Systems in a 'managerless' ecosystem?
Hello Fellow Rebels,
I just had a fantastic conversation with Ellen at Corporate Rebels HQ about some challenges we are facing with moving towards a ‘managerless’ ecosystem.
For some context, we operate what we call our ‘team of teams’ whereby we have 7 small agile cross functional teams (maximum of 7 people per team). Each team has a team lead.
We have ‘tribes’ which are social groups of people who have a shared common interest group, e.g. SEO, where the tribes can socialise, share knowledge, best practices, attend meetups and conferences and generally geek out on things.
We have a mentor program, where everybody have someone whose job it is to support team members personal and professional development
Both mentors and team leads have no hierarchical connection and actually we have found it best if mentors are not from the same tribe.
We operate in weekly sprints and swarms, which are really cool and we do lots of retrospection to help us continue to organically improve.
We have retrospectives every week, every quarter and even after we have delivered some important piece of content. This is kicked off during our onboarding and new team members will have done at least 3 retrospectives before the end of their first week.
To be successful and thrive in our ecosystem you must be self-driving, you will not be successful if you need to be told what to do.
So, onto our current challenges, with our ‘managerless’ ecosystem, they are:
Bonus Systems (at team and ecosystem levels)
We have invested heavily in our culture and are looking for an experienced expert who can understand our unique culture and help advise and implement a salary and bonus system which complements it.
Any contacts or recommended reading (& viewing) would be extremely appreciated.
I am due to speak with Aaron Dignan (Brave New Work) tomorrow, so I will let everybody know his thoughts also.
Thank you for your time.
We recently held a brainstorming session at our office for the newest on-demand course for the Academy—one about the concept of Psychological Safety. During the session, we discussed how one of the things you can do to create psychological safety is to embrace failure instead of avoiding it. But this is hard because failing is not fun. It absolutely sucks. Therefore, it is better not to celebrate the failure itself but rather celebrate the lessons learned from it.
How many times have you heard of companies coaching candidates for ‘senior teams’, ‘top talent’ and ‘future leaders? That is, the ‘special ones’ who are worth coaching attention! Sure, there will be talent brewing who, with good coaching, will go from ‘potentially great’ to ‘actually great’. And some brilliant coaches do great work with senior teams. However, does a ‘coaching for senior leaders’ paradigm pass scrutiny, given how organisations are changing? Or is the potential of other staff hamstrung by a short-sighted view of who is worth investing in?
So, we write a monthly column for MT/Sprout, a Dutch media platform. Last month, we wrote about how our agendas are always packed full with meetings. We followed that with this month's column about how replacing all these meetings with e-mail is not a good alternative. Why? Because there is a big chance you will waste even more time and money. Allow me to explain.